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HRMN300 Assignment 1

A) Discuss how an organization’s culture can impact policies and practices related to diversity and multiculturalism.

• How can HR influence organizational culture to support diversity and multiculturalism?

• Discuss at least three policies or practices that HR can propose.

• How can HR work with leaders to implement these policies or practices?

B) Evaluate and discuss the diversity practices and policies of your own organization or one you have worked for in the past. How does the organizational culture influence diversity and multiculturalism? Provide specific examples, but do not name the organization.

Question 2:

A) Why is retention such a major focus for human resource managers? How does focusing on retention add strategic value to the organization?

B) How would you go about developing an employee retention program for your organization?

• Be specific in terms of what steps you would you take.

• What might be your biggest challenge and why?

• What type of metrics would you need to obtain? Discuss at least two. Why did you select these metrics?

Question 3:

A) Discuss the interrelationships between recruiting, selection and retention.

• Why is it important to consider employee retention in the selection process?

• How would you evaluate your organization’s recruiting and selection programs?

• What specific metrics would you use to measure the success of these programs?

B) Assume the role of a human resource manager tasked with developing a new employee retention strategy. How would you appeal to generational differences in the workplace? Propose two ideas and discuss why you believe they would be effective.

Question 4:

A) Assume you are the HR manager of a large organization tasked with evaluating employee retention.

• What type of metrics would you want to look at? Discuss your rationale.

• How would you obtain these metrics?

B) Discuss the relationship between an organization’s total rewards strategy and retention. As a human resource manager, how would you evaluate your total rewards program to make sure it was having a positive impact on employee retention?

HRMN300 Assignment 1

Question 1

Organizational culture in an organization tends to apply in two diverse areas; the culture of the workplace and the culture of the staff. They influence each other and they can both be momentum for business and forces of change. There are various forms of organizational culture which are market culture, adhocracy culture, clan culture, and hierarchy. In the clan culture, family members are involved in decision-making (Jolita, 2017). The hierarchy culture is focused on attaining results and stability. Market culture is affected by aspects such as setting measures, setting high expectations, and making employees competitive. The clan culture does not promote diversity as it only promotes a homogenous organization. The hierarchical culture also leads to poor flexibility, organizational disunity, and communication barriers (Jolita, 2017). Such disadvantages stifle diversity, as diversity entails better flexibility, cohesion in organizations, and ease of communication as a way of accommodating gender differences, age differences, and cultural differences.

HR can ensure the recruitment of a diverse workforce that supports multiculturalism. It is important to monitor the changing industrial trends and how they affect the organization's culture. Hence, HR can initiate telecommuting policies and flexible scheduling (Hasenfeld, 2010). HR should also propose the use of new technology to ensure better support of the organization's culture as technology affects the organization's culture.

HR can work with leaders as they try and evaluate how the needs and expectations of the changing generation shape the organization's culture. Hence, new programs like mentorship should be incorporated into the organization (Hasenfeld, 2010). HR can work with leaders in facilitating employee engagement to facilitate an effective culture that supports diversity. This can be done by changing or improving the management style.

Part B.

The organization has failed to promote diversity in terms of age and gender. The organization has embraced a clan culture that has promoted a homogenous working environment. Hence, one ethnic group is dominant and hence the minority groups have little impact on the organization. Hence, this has mitigated diversity as the organization does not give equal opportunities to all ethnic groups in the organization. Besides, women are not given equal opportunities in comparison to their male counterparts. The top management should change such practices and mindsets to promote multiculturalism and diversity. Therefore, they should undergo training for them to understand their hidden bias so that they can change how they make decisions in the organization (Boxall & Purcell, 2016). Therefore, this will lead to multiculturalism and diversity in the organization.

Question 2

Employee retention refers to the process where an organization’s employees are motivated and encouraged to be part of the organization for the long term. Consequently, the organization can achieve its set objectives within the stipulated time. HRM managers require hardworking and loyal employees and therefore, managers cannot lose such employees (Zeuch, 2016). When employees work for a long time in an organization, they are well aware of the company’s regulations, rules, and guidelines. Consequently, it is of imperative concern that such employees are retained at all costs.

By focusing on the retention strategy, an organization adds value and boosts its success. When an organization reduces employee turnover, it retains quality and talented employees and thus increased the production of quality goods and services (Machado & Davim, 2014). Hence, an organization can compete effectively in a given industry due to the value of its workforce.

In developing a retention program for my organization, I would commence by creating employee compensation strategies that will motivate employees to remain in the organization and improve their productivity. The second step would be to provide a healthy working environment to ensure a healthy workforce and boost the retention capability of the organization (Samul, 2017). The third step would be to ensure that there is a good relationship between managers and employees. Hence, a friendly workplace will be created and employees will be happy working for the organization

My biggest challenge will be competitors who may offer better job opportunities to our employees. Hence, this may lead to employee turnover; regardless of the steps, we apply to boost retention (Samul, 2017). In addition, despite the financial benefits the company may offer, some employees would still be dissatisfied and end up leaving.

The metrics I would like to obtain are the happiness of employees and the satisfaction of employees. The happiness of employees would determine whether employees will leave or remain in the company. Measuring the satisfaction of employees will determine what the organization should change and ensure the satisfaction of employees (Plaskoff, 2017).

Question 3

Human resource is very cautious when recruiting new employees. When recruiting for professional positions, organizations select individuals who will be in the organization in the long run (Asmat, Ramzan & Chaudhry, 2015). Therefore, recruiting and selecting the right set of employees leads to a higher retention rate.

In the selection process, it is not only about employing competent and qualified candidates. The selection process should also consider employee retention because failure to do so would mean continuous recruitment in an organization, which can be very expensive (Asmat, Ramzan & Chaudhry, 2015).

The first step in evaluating my organization’s recruiting and selection programs would be to gather job applicant feedback as they will reveal what was intricate during the hiring process (Rivera, 2012). Secondly, clients can be contacted at random to determine the performance of the recruits

A successful recruitment program will reduce the rate of employee turnover. The organization's productivity will also be high, and the employees will be generally happy and satisfied.


One method would be to adapt the recruiting strategies. I would avoid using age discrimination formulation. Baby Boomers may most likely react when the company mentions its successes. On the other hand, the millennial generation will react to social responsibility and personal development opportunities. Hence, the move will lead to recruitment along the generational line and mitigate employee turnover within the same line (Rao, 2010). I would ensure that the managers undergo rigorous training so that they possess the skills and ability to work with the different generations in the organization.

Question 4

In evaluating employee retention, I would use the following metrics

· Involuntary and voluntary turnover rate: The metric will determine those who leave the company at their own will and those who leave the company due to organizational factors (Festing, 2018).

· New employee satisfaction rate: it is imperative to be aware of the newly employed workers are settling well in the company. If they have failed to adjust or settle in the organization, it shows a low level of retention.

· Employee happiness: this can be measured using secret surveys and interviews and it will determine the percentage of happy employees as well as the retention rate.

I would obtain these metrics through the Human Resource Information System as it will have viable details of employees, which will determine how well the employees are doing in the organization and whether they are improving in terms of their productivity, salaries, and positions (Katou, 2017).


If a company offers a well administered and prepared reward system, employees are willing, motivated, and driven to achieve the organization’s objectives (Katou, 2017). Hence, this leads to a happy and motivated workforce willing to remain in the company.

I would start by carrying out satisfaction assessments and surveys, which will gather honest reflections and reviews of the reward system. I would also consider exit interviews, which will help in revealing why employees are leaving, what happened and how such reasons can be resolved or prevented (van Zyl, Mathafena & Ras, 2017). If the issue is the reward program, the management will be aware of the changes required. Consultations with specialist firms will come in handy for such an evaluation and determine if the reward program matches that of the competitors.


Asmat, N. K., Ramzan, S., & Chaudhry, A. R. (2015). Organization development through effective hiring system: A phenomenological study of business organizations. The Journal of Commerce, 7(4), 152-168.

Boxall, P. F., & Purcell, J. (2016). Strategy and human resource management. London; New York: Palgrave Macmillan.

Festing, M. (2018). Management international review: Strategic issues in international human resource management. Wiesbaden: Gabler Verlag.

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Hasenfeld, Y. (2010). Human services as complex organizations. Los Angeles: Sage.

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Jolita, V. (2017). Congruence of Personal and Organizational Values. IntechOpen

Katou, A.A., (2017). How does human resource management influence organizational performance? An integrative approach-based analysis. International Journal of Productivity and Performance Management, 66(6), pp. 797-821.

Machado, C., & Davim, J. P. (2014). Work organization and human resource management. Cham: Springer

Plaskoff, J., (2017). Employee experience: the new human resource management approach. Strategic HR Review, 16(3), pp. 136-141.

Rao, P. (2010). A resource-based analysis of recruitment and selection practices of Indian software companies: A case study approach. Journal of Indian Business Research, 2(1), 32-51. doi:

Rivera, L. A. (2012). Hiring as cultural matching: The case of elite professional service firms. American Sociological Review, 77(6), 999-1022. doi:

Samul, J., (2017). Quality Of Qualitative Approach For Human Resources Management Research. Varazdin: Varazdin Development and Entrepreneurship Agency (VADEA).

van Zyl, E.,S., Mathafena, R. B., & Ras, J. (2017). The development of a talent management framework for the private sector. SA Journal of Human Resource Management, 15 Bottom of Form

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Zeuch, M. (2016). Handbook of Human Resources Management. New York: Springer.

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